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INTRODUCTION OF
MOTIVATION AND ITS IMPACT
The project work entitled a STUDY ON EMPLOYEE MOTIVATION with special
reference to Standard Auto Agency, Jabalpur is mainly conducted to identify the factors
which will motivate the employees and the organizational functions in Standard Auto Agency,
Jabalpur.
Managements basic job is the effective utilization of human resources for
achievements of organizational objectives. The personnel management is concerned with
organizing human resources in such a way to get maximum output to the enterprise and to
develop the talent of people at work to the fullest satisfaction. Motivation implies that one
person, in organization context a manager, includes another, say an employee, to engage in
action by ensuring that a channel to satisfy those needs and aspirations becomes available to
the person. In addition to this, the strong needs in a direction that is satisfying to the latent
needs in employees and harness them in a manner that would be functional for the
organization.
Employee motivation is one of the major issues faced by every organization. It is the
major task of every manager to motivate his subordinates or to create the will to work
among the subordinates. It should also be remembered that a worker may be immensely
capable of doing some work; nothing can be achieved if he is not willing to work. A manager
has to make appropriate use of motivation to enthuse the employees to follow them. Hence
this studies also focusing on the employee motivation among the employees of Hyderabad
Industries Ltd.
The data needed for the study has been collected from the employees through
questionnaires and through direct interviews. Analysis and interpretation has been done by
using the statistical tools and datas are presented through tables and charts.
2
success
recognition
job-satisfaction
the employees to perform in the best of their abilities. Therefore the role of a leader is to
arouse interest in performance of employees in their jobs. The process of motivation consists
of three stages:1. A felt need or drive
2. A stimulus in which needs have to be aroused
3. When needs are satisfied, the satisfaction or accomplishment of goals.
DEFINITION OF MOTIVATION.
According to Edwin B Flippo, Motivation is the process of attempting to influence
others to do their work through the possibility of gain or reward.
5.
The number of complaints and grievances will come down. Accident will also be
low.
6. There will be increase in the quantity and quality of products. Wastage and scrap will
be less. Better quality of products will also increase the public image of the business.
MOTIVATION PROCESS.
1. Identification of need
2. Tension
3. Course of action
4. Result Positive/Negative
5. Feed back
THEORIES OF MOTIVATION.
The motivation concept were mainly developed around 1950s. three main theories
were made during this period. these three classical theories are
5. SELF-ACTUALIZATION NEEDS- These are the needs of the highest order and
these needs are found in those person whose previous four needs are satisfied. This
will include need for social service, meditation.
TYPES OF MOTIVATION.
Intrinsic motivation occurs when people are internally motivated to do something
because it either brings them pleasure, they think it is important, or they feel that what they
are learning is morally significant.
Extrinsic motivation comes into play when a student is compelled to do something or
act a certain way because of factors external to him or her (like money or good grades)
INCENTIVES
INCENTIVES
Financial Incentives
-
Non-financial incentives
- Competition
8
Bonus
- Group recognition
Medical reimbursement
- Job security
Insurance
- Praise
Housing facility
Retirement benefits.
- Workers participation.
-
Knowledge of result
Suggestion system.
slow and long process. On the other hand motivation can be improved quickly. There are
many options and an uninitiated manager may not even know where to start. As a guideline,
there are broadly seven strategies for motivation.
There are broadly seven strategies for motivation.
Restructuring jobs
and the manager tries to reduce this gap. Motivation is, in effect, a means to reduce and
manipulate this gap.
10
COMPANY PROFILE
11
Maruti Standard Auto Agencies was established in 2004. The address of company is
8/1 B, Jabalpur Hospital Road, Near Bhawartal Garder, Napies Town. Mr. Deepak Arora is
the CEO of Standard Auto Agency.
Theres a three service station of Standard Auto Agencies.
1.
2.
Behind Pachori Petrol Pump, Deen Dayal Chowk, Vijay Nagar, Jabalpur.
3.
Narsingpur
12
2.
Mandla
3.
Dindori
Employee
Special
DEEPAK ARORA
(CMD)
13
The
In
His
HISTORY
Maruti Udyog Limited was established in February 1981, though the actual
production commenced only in 1983. It started with the Maruti 800, based on the Suzuki.
Alto kei car which at the time was the only modern car available in India. Its only
competitors were the Hindustan Ambassador and Premier Padmini. Originally, 74% of the
company was owned by the Indian government, and 26% by Suzuki of Japan. As of May
2007, the government of India sold its complete share to Indian financial institutions and no
longer has any stake in Maruti Udyog.
14
CHRONOLOGY
UNDER THE MARUTI NAME
In 1970, a private limited company named Maruti technical services private
limited (MTSPL) was launched on November 16, 1970. The stated purpose of this company
was to provide technical know-how for the design, manufacture and assembly of "a wholly
indigenous motor car". In June 1971, a company called Maruti limited was incorporated
under the Companies Act. Maruti Limited went into liquidation in 1977. Maruti Udyog
Ltd was incorporated through the efforts of Dr V. Krishnamurthy.
796
cc hatchback was based on the SS80 Suzuki Alto and was Indias first affordable car. Initial
product plan was 40% saloons, and 60% Maruti Van. [15] Local production commenced in
December 1983. In 1984, the Maruti Van with the same three-cylinder engine as the 800 was
released and the installed capacity of the plant in Gurgaon reached 40,000 units.
In 1985, the Suzuki SJ410-based Gypsy, a 970 cc 4WD off-road vehicle, was
launched. In 1986, the original 800 was replaced by an all-new model of the 796 cc
hatchbackSuzuki Alto and the 100,000th vehicle was produced by the company.[14][dead link] In
1987, the company started exporting to the West, when a lot of 500 cars were sent to
Hungary. By 1988, the capacity of the Gurgaon plant was increased to 100,000 units per
annum.
15
MARKET LIBERALISATION
In 1989, the Maruti 1000 was introduced and the 970 cc, three-box was Indias first
contemporary sedan. By 1991, 65 percent of the components, for all vehicles produced, were
indigenized. After liberalization of the Indian economy in 1991, Suzuki increased its stake in
Maruti to 50 percent, making the company a 50-50 JV with the Government of India the
other stake holder.
In 1993, the Zen, a 993 cc, hatchback was launched and in 1994 the
1298 cc Esteem was introduced. Maruti produced its 1 millionth vehicle since the
commencement of production in 1994. Maruti's second plant was opened with annual
capacity reaching 200,000 units. Maruti launched a 24-hour emergency on-road vehicle
service. In 1998, the new Maruti 800 was released, the first change in design since 1986. Zen
D, a 1527 cc diesel hatchback and Maruti's first diesel vehicle and a redesigned Omni were
introduced. The 1.6 litre Maruti Baleno three-box saloon and Wagon R were also launched.
In 2000, Maruti became the first car company in India to launch a Call Center for
internal and customer services. The new Alto model was released. In 2001, Maruti True
Value, selling and buying used cars was launched. In October of the same year the Maruti
Versa was launched. In 2002, Esteem Diesel was introduced. Two new subsidiaries were also
started: Maruti Insurance Distributor Services and Maruti Insurance Brokers Limited. Suzuki
Motor Corporation increased its stake in Maruti to 54.2 percent.
In 2003, the new Suzuki Grand Vitara XL-7 was introduced while the Zen and the
Wagon R were upgraded and redesigned. The four millionth Maruti vehicle was built and
they entered into a partnership with the State Bank of India. Maruti Udyog Ltd was Listed on
BSE and NSE after a public issue, which was oversubscribed tenfold. In 2004, the Alto
became India's best selling car overtaking the Maruti 800 after nearly two decades.
The five-seater Versa 5-seater, a new variant, was created while the Esteem was relaunched. Maruti Udyog closed the financial year 2003-04 with an annual sale of 472,122
units, the highest ever since the company began operations and the fiftieth lakh (5 millionth)
16
car rolled out in April 2005. The 1.3 L Suzuki Swift five-door hatchback was introduced in
2005.
In 2006 Suzuki and Maruti set up another joint venture, "Maruti Suzuki Automobiles
India", to build two new manufacturing plants, one for vehicles and one for engines.
[16]
Cleaner cars were also introduced, with several new models meeting the new "Bharat Stage
III" standards. In February 2012, Maruti Suzuki sold its ten millionth vehicle in India. For the
Month of July 2014, it had a Market share of >45 %.
17
MANUFACTURING FACILITIES
Maruti Suzuki has two manufacturing facilities in India. Both manufacturing facilities
have a combined production capacity of 14,50,000 vehicles annually. The Gurgaon
manufacturing facility has three fully integrated manufacturing plants and is spread over 300
acres (1.2 km2). The Gurgaon facilities also manufacture 240,000 K-Seriesengines annually.
The Gurgaon Facilities manufactures the 800, Alto, WagonR, Estilo, Omni, Gypsy, Ertiga,
Ritz and Eeco.
The Manesar manufacturing plant was inaugurated in February 2007 and is spread
over 600 acres (2.4 km2). Initially it had a production capacity of 100,000 vehicles annually
but this was increased to 300,000 vehicles annually in October 2008. The production capacity
was further increased by 250,000 vehicles taking total production capacity to 800,000
vehicles annually. The Manesar Plant produces the A-star, Swift, Swift DZire, SX4, Ritz and
Celerio. On 25 June 2012, Haryana State Industries and Infrastructure Development
Corporation demanded Maruti Suzuki to pay an additional Rs 235 crore for enhanced land
acquisition for its Haryana plant expansion. The agency reminded Maruti that failure to pay
the amount would lead to further proceedings and vacating the enhanced land acquisition. It
plans to set up a plant in Gujarat and has acquired 600 acres of land.
18
INDUSTRIAL RELATIONS
Since its founding in 1983, Maruti Udyog Limited has experienced problems with its
labor force. The Indian labour it hired readily accepted Japanese work culture and the modern
manufacturing process. In 1997, there was a change in ownership, and Maruti became
predominantly government controlled. Shortly thereafter, conflict between the United Front
Government and Suzuki started. In 2000, a major industrial relations issue began and
employees of Maruti went on an indefinite strike, demanding among other things, major
revisions to their wages, incentives and pensions.
Employees used slowdown in October 2000, to press a revision to their incentivelinked pay. In parallel, after elections and a new central government led by NDA alliance,
India pursued a disinvestment policy. Along with many other government owned companies,
the new administration proposed to sell part of its stake in Maruti Suzuki in a public offering.
The worker's union opposed this sell-off plan on the grounds that the company will lose a
major business advantage of being subsidised by the Government, and the union has better
protection while the company remains in control of the government.
The standoff between the union and the management continued through 2001. The
management refused union demands citing increased competition and lower margins. The
central government privatized Maruti in 2002 and Suzuki became the majority owner of
Maruti Udyog Limited.
19
Model
Launched
Category
Omni
1984
Minivan
Gypsy
1985
SUV
WagonR
1999
Hatchback
Grand Vitara
2007
Mini SUV
20
Image
DZire
2008
Sedan
Ritz
2009
Hatchback
Alto K10
2010
Hatchback
Ertiga
2012
Mini MPV
Alto 800
2012
Hatchback
Stingray
2013
Hatchback
21
Celerio
2014
Hatchback
Ciaz
2014
Sedan
Baleno
2015
Hatchback
S-Cross
2015
Mini SUV
22
DISCONTINUED MODELS
23
Model
Launched
Discontinued
Category
Gypsy E
1985
2000
SUV
1000
1990
2000
Sedan
Zen
1993
2006
Hatchback
Esteem
1994
2008
Sedan
Baleno
1999
2007
Sedan
Versa
2001
2010
Minivan
2003
2007
Mini SUV
800
1983
2012
Hatchback
24
Alto
2000
2012
Hatchback
Image
25
MARUTI INSURANCE
Launched in 2002 Maruti Suzuki provides vehicle insurance to its customers with the
help of the National Insurance Company, Bajaj Allianz, New India Assurance and Royal
Sundaram. The service was set up the company with the inception of two subsidiaries Maruti
Insurance Distributors Services Pvt. Ltd and Insurance Brokers Pvt. Limited.
This service started as a benefit or value addition to customers and was able to ramp
up easily. By December 2005 they were able to sell more than two million insurance policies
since its inception.
MARUTI FINANCE
To promote its bottom line growth, Maruti Suzuki launched Maruti Finance in
January 2002. Prior to the start of this service Maruti Suzuki had started two joint ventures
Citicorp Maruti and Maruti Countrywide with Citi Group and GE Countrywide respectively
to assist its client in securing loan. [55] Maruti Suzuki tied up with ABN Amro Bank, HDFC
Bank, ICICI Limited, Kotak Mahindra, Standard Chartered Bank, and Sundaram to start this
venture including its strategic partners in car finance. Again the company entered into a
strategic partnership with SBI in March 2003[56] Since March 2003, Maruti has sold over
12,000 vehicles through SBI-Maruti Finance. SBI-Maruti Finance is currently available in
166 cities across India.
Citicorp Maruti Finance Limited is a joint venture between Citicorp Finance India and
Maruti Udyog Limited its primary business stated by the company is "hire-purchase
financing of Maruti Suzuki vehicles". Citi Finance India Limited is a wholly owned
subsidiary of Citibank Overseas Investment Corporation, Delaware, which in turn is a 100%
wholly owned subsidiary of Citibank N.A. Citi Finance India Limited holds 74% of the stake
and Maruti Suzuki holds the remaining 26%. GE Capital, HDFC and Maruti Suzuki came
together in 1995 to form Maruti Countrywide. Maruti claims that its finance program offers
26
most competitive interest rates to its customers, which are lower by 0.25% to 0.5% from the
market rates.
MARUTI TRUEVALUE
Maruti True service offered by Maruti Suzuki to its customers. It is a market place for
used Maruti Suzuki Vehicles. One can buy, sell or exchange used Maruti Suzuki vehicles with
the help of this service in India. As of 31 March 2010 there are 342 outlets.
MARUTI ACCESSORIES
Many of the auto component companies other than Maruti Suzuki started to offer
components and accessories that were compatible. This caused a serious threat and loss of
revenue to Maruti Suzuki. Maruti Suzuki started a new initiative under the brand
name Maruti Genuine Accessories to offer accessories like alloy wheels, body cover, carpets,
door visors, fog lamps, stereo systems, seat covers and other car care products. These
products are sold through dealer outlets and authorized service stations throughout India.
As part of its corporate social responsibility Maruti Suzuki launched the Maruti
Driving School in Delhi. Later the services were extended to other cities of India as well.
27
These schools are modelled on international standards, where learners go through classroom
and practical sessions. Many international practices like road behaviour and attitudes are also
taught in these schools. Before driving actual vehicles participants are trained on simulators.
At the launch ceremony for the school Jagdish Khattar stated "We are very concerned
about mounting deaths on Indian roads. These can be brought down if government, industry
and the voluntary sector work together in an integrated manner. But we felt that Maruti
should first do something in this regard and hence this initiative of Maruti Driving Schools."
DEPARTMENT PROFILE
The organization has mainly 5 departments. They are
1. HUMAN RESOURCE DEPARTMENT
2. FINANCE DEPARTMENT
3. PURCHASE DEPARTMENT
4. MARKETING DEPARTMENT.
5. PRODUCTION DEPARTMENT
ORGANIZATION CHART OF HUMAN RESOURCE DEPARTMENT
General Manager
(Works)
28
Security
Time Office Assistants
Assistant manager
Assistants
29
Sound financial decisions have been one of the critical practices in the success of
Hyderabad Industries Limited, Thrissur proper planning and long vision of the financial
managers help the company to undergo to smooth sail. All monetary transactions of the
company are handled and brought to account by the finance department.
ORGANISATION CHART OF PURCAHSE DEPARTMENT
Sr. Purchase Manager
Assistant Manager
Purchase
Purchase Officer
Assistants
The purchase manager is the only person who is the having the prime authority to
make orders for the purchase of raw materials. After referring the stock report of raw
materials and finished goods, the purchase manager purchase the raw- materials in order to
ensure the continuous flow of production.
ORGANISATION CHART OF PRODUCTION DEPARTMENT
Production Manager
Deputy Manager
Production
Deputy Manager
Maintenance
30
The production manager and his team are responsible for realizing the visions of the
company within constraints of technical possibility. This involves coordinating the operations
of various production activities and maintains a good flow of work without any blockage.
3.3.5 ORGANISATION CHART OF MARKETING DEPARTMEN
Marketing Manager
Sales Manager
Sales Officer
31
3. To study the effect of monitory and non monitory benefits provided by the
organization.
4. To provide the practical suggestion for the improvement of organizational
performance.
RESEARCH METHODOLOGY
A hypothesis is a preliminary or tentative explanation or postulate by the researcher of
what the researcher considers the outcome of an investigation will be. It is an
informed/educated guess. It indicates the expectations of the researcher regarding certain
variables. It is the most specific way in which an answer to a problem can be stated.
Research hypotheses are the specific testable predictions made about the independent
and dependent variables in the study. Hypotheses are couched in terms of the particular
independent and dependent variables that are going to be used in the study. The research
hypothesis of this study is as follows.
HO (NULL HYPOTHESIS) :There is positive relationship between motivation techniques and the performance of
the employees.
H1 (ALTERNATIVE HYPOTHESIS) :
There is no any relationship between motivation, techniques and the performance of
the employees.
RESEARCH METHODOLOGY.
32
:-
250
SAMPLE SIZE
:-
100
SAMPLE METHOD :-
QUESTIONAIRE
SAMPLING PROCEDURE.
The procedure adopted in the present study is probability sampling, which is also
known as chance sampling. Under this sampling design, every item of the frame has an equal
chance of inclusion in the sample.
1
33
NATURE OF RESEARCH.
Descriptive research, also known as statistical research, describes data and
characteristics about the population or phenomenon being studied. Descriptive research
answers the questions who, what, where, when and how.
Although the data description is factual, accurate and systematic, the research cannot
describe what caused a situation. Thus, descriptive research cannot be used to create a causal
relationship, where one variable affects another. In other words, descriptive research can be
said to have a low requirement for internal validity.
QUESTIONNAIRE.
34
A well defined questionnaire that is used effectively can gather information on both
overall performance of the test system as well as information on specific components of the
system. A defeated questionnaire was carefully prepared and specially numbered.
The data was collected through questionnaire. The responds from the respondents
may not be accurate.
The sample taken for the study was only 100 and the results drawn may not be
accurate.
Since the organization has strict control, it acts as another barrier for getting data.
35
DATA ANALYSIS
Q1.
Since How many years you have been working in this organization ?
SL NO
PARTICULAR
NUMBER OF RESPONDENTS
PERCENTAGE
0-5 years
36
36
5- 10 years
58
58
10- 15 years
100
100
Total
70
58
60
50
40
36
30
20
10
0
Highly Satisfied
Satisfied
Netural
36
0
0
Dissatisfied
highly Dissatisfied
INTERPRETATION
The table shows that 36% of the respondent working in the organization from 0 5
years, 58 % working from 5-10 years, 6% of the responder working from 10- 15 years, and
no employees are older than 15 years in the organization.
Q2.
SL NO
NUMBER OF
PARTICULAR
RESPONDENTS
PERCENTAGE
Strongly Agree
44
54
Agree
40
40
Neutral
Disagree
Strongly Disagree
100
100
Total
37
INTERPRETATION
The table shows that 54% of the respondents are strongly agreeing that the
management is interested in motivating the employees, remaining 40% and 6% of the
respondent are neutral and disagree from the management.
Q3.
SL NO
PARTICULAR
NUMBER OF
RESPONDENTS
PERCENTAGE
Financial Incentives
30
30
18
18
Both
52
52
38
Total
100
100
INTERPRETATION
The table shows that 52% of the respondents are expressing that both financial and
non financial incentives will equally motivate them and remaining 30% and 18% of the
respondent are expressing financial and non financial incentives respectively.
Q4.
SL NO
PARTICULAR
NUMBER OF
RESPONDENTS
39
PERCENTAGE
Highly satisfied
36
36
Satisfied
58
58
Neutral
Dissatisfied
Highly satisfied
100
100
Total
INTERPRETATION
The table shows that 58% of the respondents are satisfied with the present incentive
scheme of the organization, 36% of the respondent are highly satisfies, 6% are neutral, and no
employees are dissatisfied and highly dissatisfied with the organization.
Q5.
40
SL NO
PARTICULAR
NUMBER OF
PERCENTAGE
RESPONDENTS
1
Strongly Agree
54
54
Agree
58
58
Neutral
Disagree
Strongly Disagree
100
100
Total
INTERPRETATION
From the study, 58% of employees agreed that the company is eager in recognizing
and acknowledging their work, 36% strongly agreed and only 6% showed neutral response.
41
Q6.
SL NO
PARTICULAR
NUMBER OF
PERCENTAGE
RESPONDENTS
1
Strongly Agree
24
24
Agree
46
46
Neutral
Disagree
18
18
Strongly Disagree
100
100
Total
INTERPRETATION
`The table shows 46% of employees agree, 24% strongly agree, 18% disagree, 6%
neutral and remaining 6% strongly disagree that there is a periodical increase in the salary.
42
Q7.
SL NO
NUMBER OF
PARTICULAR
RESPONDENTS
PERCENTAGE
Strongly Agree
30
30
Agree
36
36
Neutral
22
22
Disagree
Strongly Disagree
100
100
Total
INTERPRETATION
The table shows 36% of employees agree with good job security, 30% strongly agree,
22% neutral, 6% disagree and other 6% of the respondent strongly disagree at exist in the
company.
43
Q8.
SL NO
NUMBER OF
PARTICULAR
RESPONDENTS
PERCENTAGE
Strongly Agree
30
30
Agree
54
54
Neutral
16
16
Disagree
Strongly Disagree
100
100
Total
INTERPRETATION
44
The table shows 54% of the respondents agree that they have good relations with coworker and other 30% and 16% of the respondent are strongly agree and neutral respectively.
Q9.
SL NO
NUMBER OF
PARTICULAR
RESPONDENTS
PERCENTAGE
Strongly Agree
20
20
Agree
46
46
Neutral
16
16
Disagree
12
12
Strongly Disagree
100
100
Total
45
INTERPRETATION
The table shows 46% of the respondents agree to effective performance appraisal
system existing in the company.
PARTICULAR
NUMBER OF
PERCENTAGE
RESPONDENTS
1
Strongly Agree
18
18
Agree
52
52
Neutral
18
18
Disagree
Strongly Disagree
100
100
Total
46
(Table 4.10)
INTERPRETATION
The table shows 52% of the respondents agree with promotional opportunities, 18%
strongly agree, 18% neutral, 6% disagree, and other 6% strongly disagree.
Q11.
SL NO
PARTICULAR
NUMBER OF
PERCENTAGE
RESPONDENTS
1
Strongly Agree
30
30
Agree
46
46
Neutral
47
Disagree
12
12
Strongly Disagree
100
100
Total
INTERPRETATION
The table shows 46% of the respondents agree that there is a good safety measure
existing in the company.
Q12.
SL NO
NUMBER OF
PERCENTAGE
RESPONDENTS
1
Strongly Agree
18
48
18
Agree
46
46
Neutral
12
12
Disagree
Strongly Disagree
18
18
Total
100
100
INTERPRETATION
The table shows 46% of the respondents agree that the performance appraisal
activities are helpful to get motivated, 18% strongly agree, 12% neutral, 6% disagree and 18
% of the respondent are strongly disagree.
Q13.
49
SL NO
PARTICULAR
NUMBER OF
PERCENTAGE
RESPONDENTS
1
Strongly Agree
20
20
Agree
46
46
Neutral
Disagree
12
12
Strongly Disagree
100
100
Total
INTERPRETATION
The table shows 58% of the respondents agree that the support from the co-worker is
helpful to get motivated, 24% strongly agree with it, 12% disagree and 6 % of the respondent
are strongly disagree with it.
50
Q14.
SL NO
NUMBER OF
PARTICULAR
RESPONDENTS
PERCENTAGE
Strongly Agree
20
20
Agree
52
52
Neutral
Disagree
Strongly Disagree
16
16
Total
100
100
INTERPRETATION
The table shows 52% of the respondents agree that the career development
opportunities are helpful to get motivated, 20% strongly agree, 16% strongly disagree, 8 %
51
disagree, and remaining 4% of the respondent are neutral that the career development
opportunities are helpful to get motivated.
Q15.
SL NO
PARTICULAR
NUMBER OF
PERCENTAGE
RESPONDENTS
1
Salary increase
42
42
Promotion
30
30
Leave
Motivational talk
10
10
Recognition
12
12
Total
100
100
INTERPRETATION
52
The table shows that the 42% of the respondent is responding that increase in salary
will motivate them the most, 12% of the respondent is responding that promotion, 6% leave,
10% motivational talk, and other 30% of the respondent recognition about motivation.
Q16.
SL NO
NUMBER OF
PARTICULAR
RESPONDENTS
PERCENTAGE
Influence
64
64
24
24
No opinion
12
12
Total
100
100
INTERPRETATION
53
The table shows 64% of the respondents responded that incentives and other benefits
will influence their performance, 24% does not influence and 12% of the respondent gives no
response on it.
FINDINGS
The findings of the study are follows
The employees are satisfied with the present incentive plan of the company.
Most of the workers agreed that the company is eager in recognizing and
acknowledging their work.
The study reveals that there is a good relationship exists among employees.
Majority of the employees agreed that there job security to their present job.
The company is providing good safety measures for ensuring the employees safety.
From the study it is clear that most of employees agrees to the fact that performance
appraisal activities and support from the coworkers in helpful to get motivated.
The study reveals that increase in the salary will motivates the employees more.
The incentives and other benefits will influence the performance of the employees.
54
SUGGESTIONS
The suggestions for the findings from the study are follows
Most of the employees agree that the performance appraisal activities are helpful to
get motivated, so the company should try to improve performance appraisal system,
so that they can improve their performance.
Non financial incentive plans should also be implemented; it can improve the
productivity level of the employees.
Better carrier development opportunities should be given to the employees for their
improvement.
55
SUMMARY
This document aims at providing employees and management members with the
information that can be beneficial both personally and professionally. Every business
enterprise has multiple objectives including of adequate profit for payment of a reasonable
rate of return to the owners and for investment in business through satisfaction of customers,
maintenance of a contended workforce and creation of a public image. The basic job of
management of any business is the effective utilization of available human resources,
technological, financial and physical resources for the achievement of the business
objectives.
This project entitled as Employee motivation was done to find out the factors
which will motivate the employees. The study undertakes various efforts to analyze all of
them in great details. The researcher in this project at the outset gives the clear idea of the
entire department existing in the company. From the study, the researcher was able to find
some of the important factors which motivate the employees. Factors like financial incentives
and non financial inventive, performance appraisal system, good relationship with co56
CONCLUSION
The study concludes that, the motivational program procedure in STANDARD AUTO
AGENCY JABALPUR is found effective but not highly effective. The study on employee
motivation highlighted so many factors which will help to motivate the employees. The study
was conducted among 100 employees and collected information through structured
questionnaire. The study helped to findings which were related with employee motivational
programs which are provided in the organization.
The motivational activities really play a major role in motivating the employees of the
organization. It is a major factor that makes an employee feels good in his work and results in
his satisfaction too. The organization can still concentrate on specific areas which are evolved
from this study in order to make the motivational programs more effective. Only if the
employees are properly motivated- they work well and only if they work well the
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organization is going to benefit out it. Steps should be taken to improve the motivational
programs procedure in the future. The suggestions of this report may help in this direction.
On the basis of findings H0 is accepted because employees are motivated towards
higher performance with only financial benefits but also with non financial benefits such as
medical care transport allowance, housing benefits etc.
They will also put in their best towards higher performance if they are reward of their
effort and not when they are punished.
BIBLIOGRAPHY
BOOKS :
225- 260
Kothari CR (2014) : Research Methodology Methods and Techniques, New age
international Publishers, (3rd edition) New Delhi Page No. 50-89
JOURNAL :
SR Excels research update Vol I- no- I (October 2015) SR Excel education society
Organizational Behaviour Vol xii- no 3 (July 2013) IUP Publication
MAGZINES :
WEBSITES :
www.google.com
www.marutisuzuki.com
www.wikipedia.com
www.scribd.com
ANNEXURE
1)
2)
Designation:
3)
Department:
4)
Qualifications: Grad
____________
PG
__________________
Service Completed:
6)
7)
________ years
a) Below 25
b) 25-35
c) 35-45
Marital status:
a) Married b) Unmarried
59
d) Above 45
8).
9).
10).
11).
12).
13).
14).
Since How many years you have been working in this organization ?
(a)
0-5 years
(b)
5- 10 years
(c)
10- 15 years
(d)
Strongly Agree
(c)
Neutral
(e)
Strongly Disagree.
(b)
Agree
(d)
Disagree
(c)
Both
Highly Satisfied
(c)
Neutral
(e)
Highly Satisfied
(b)
Satisfied
(d)
Dissatisfied.
Strongly Agree
(c)
Neutral
(e)
Strongly Disagree.
(b)
Agree
(d)
Disagree
Strongly Agree
(c)
Neutral
(e)
Strongly Disagree.
(b)
Agree
(d)
Disagree
Strongly Agree
(c)
Neutral
(e)
Strongly Disagree.
(b)
Agree
(d)
60
Disagree
15).
16).
17).
18).
19)
19).
20).
Strongly Agree
(c)
Neutral
(e)
Strongly Disagree.
(b)
Agree
(d)
Disagree
Strongly Agree
(c)
Neutral
(e)
Strongly Disagree.
(b)
Agree
(d)
Disagree
Strongly Agree
(c)
Neutral
(e)
Strongly Disagree.
(b)
Agree
(d)
Disagree
Strongly Agree
(c)
Neutral
(e)
Strongly Disagree.
(b)
Agree
(d)
Disagree
Strongly Agree
(c)
Neutral
(e)
Strongly Disagree.
(b)
Agree
(d)
Disagree
Strongly Agree
(c)
Neutral
(e)
Strongly Disagree.
(b)
Agree
(d)
Disagree
61
21).
21).
(a)
Strongly Agree
(c)
Neutral
(e)
Strongly Disagree.
(b)
Agree
(d)
Disagree
Salary Increase
(b)
Promotion
(c)
Leave
(d)
Motivational Talk
(e)
Recognition.
Influence
(c)
No Opinion
(b)
62